- Inmar is stymied by palace intrigue amongst upper management, caused by and complicated by a growth strategy of acquiring failing small players in industries tangentially related to the company's many other verticals.
- Our company was acquired to much fanfare, but it became clear there was no meaningful plan to integrate our product suite, technology, or staff into the company at large.
- It was always a struggle to find anyone willing to talk about, much less the right person to speak with regarding, technical integration points or basics such as benefits and career advancement.
- On paper, the company offered a bonus based on the performance of the company. This performance is quantified by some arcane means, and communicated sporadically at company-wide meetings with happy and sad faces in a slide deck. For the last three years, in the first half of the year, we would slowly piece together that we hadn't reached the goal. Not only was it a disappointing bonus structure that never really incentivized anything, but the communication was just one more disappointing example of management not being in touch with the people actually producing work.
- Be prepared for some uncomfortable moments when executives lead a moment of (thankfully silent) prayer during company-wide meetings, or start a slideshow of babies and wedding photos interjected with "What a beautiful bride" or "Ain't she precious?".
